Possible Answers:

1)    "I want a detailed memo about this issue till tomorrow's morning."

2)     "You were supposed to have changed that light bulb last week!"

3)    "We haven't got a policy on that".

4)    "I am on my way to a very important meeting, so we'll discuss it some other time."

5)     Three. Two to find out if it needs changing, and one to tell an employee to change it.

Change is all around us. People change, seasons change, weather changes, and pretty much everything changes. In the work place change is inevitable, however it sometimes seems that everyone and everything is against it. Following the possible outcomes of the joke above perhaps we can learn the lessons contained within

1)    "I want a detailed memo about this issue till tomorrow's morning."

a.       At times it seems that the effort to accomplish simple changes are too great. When the effort to execute change is to high, people will steer clear or avoid the topic. We have all worked in organizations where at times it appears that procedures and standards get in the way of quick and effective change. Enable change by removing unneeded barriers or by providing alternatives.

 

2)    "You were supposed to have changed that light bulb last week!"

a.       Change is only possible if the resources are available. All too often we manage teams that are spending 60 hours a week just maintaining the status quo. All of the sudden, a small emergency or surprise (like a burned out bulb) goes unattended. Managers need to make sure they allow for proper work-life balance so that people can proactively engage in change.

b.      Another point stands out in this response… all too often managers themselves find themselves in situation where they are unable to properly engage and follow-up with their teams, thus resulting in the dreaded declaration of “I told you a week ago.”  Make time to stay in contact and in touch with your team. Follow-up with them specially on issues that may not be part of their daily routines… (hint: Change)

3)    "We haven't got a policy on that".

a.       Don’t cop out on change! As a leader you must set the example. If you don’t have an answer, at minimum provide guidance, or commit to provide guidance at a later time.

4)    "I am on my way to a very important meeting, so we'll discuss it some other time."

a.       Similar to above, this is a way of coping out on your team. Furthermore, this also carries the message that you do not want to listen to your team, or do not think there is any urgency to change.

5)    Three. Two to find out if it needs changing, and one to tell an employee to change it.

a.       This one is a zinger for all managers. It illustrates the top heavy organization that stands in the way of nimble and agile change.  It further illustrates that management roles may not be clear, and thus a simple “Bulb Change” requires involvement from multiple managers. Of all the barriers that can stand in the way of change, this is perhaps the most significant. The more individuals that get involved in decision making, the greater the chance for disagreement and of course, delays in directing the task at hand… in this case, changing a light bulb.

As managers we are all too eager to put in our 5 cents. The real manager is able to empower his team, give minor strategic direction, but most importantly, stay out of the way of those that need to execute the change.